Sixteen years making products people trust. Eight of them building the teams that make them.
I've led design teams at Intruder and Newsflare, and worked as a senior practitioner at Argos, HouseTrip, and Lush, across cybersecurity, media, e-commerce, and travel. My work sits upstream of implementation: framing problems, building research practice, and creating the conditions for good design to happen consistently, not occasionally.
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Repositioning asset discovery as a core product experience A strategic redesign of Intruder's Asset Discovery tooling - turning an underused peripheral feature into the platform's primary entry point, and building the trust infrastructure that made adoption possible.202511x ICP activation10x revenue -
Evolving a cybersecurity brand for enterprise growth Leading Intruder's design team through a brand evolution that retained distinctive personality while adding the credibility needed to compete against vendors with ten times the resources.2024+52% enterprise growth+33% team capacity -
Crafting a metrics framework to guide product success Moving Intruder from ad hoc revenue tracking to a behaviour-based measurement system that gave product teams a shared standard for evaluating what was working.2024+140% issues found+94% targets watched -
Improving activation by cutting onboarding from 21 steps to one Research and a 30-minute A/B test revealed that Intruder's carefully built onboarding flow was actively harming conversion - and established experimentation as a new norm in the process.2025+37% customer activation+53% licenses bought at activation -
How research-led design doubled supply from key customer segments End-to-end redesign of how Newsflare received and processed video from contributors, from identifying high-value contributor types to launching the company's first automated content pipeline.2022+50% key persona uploads>200% partner uploads
I work best in product organisations where design already has a seat but hasn't yet realised its full influence, whether that's a scaling company at Series B and beyond or a smaller team where I can wear both product and design hats in a 0-to-1 context.
The roles I find most rewarding involve building research practice, coaching designers into broader strategic contributors, and doing the connective work between what users need and what the business is trying to achieve.
I'm open to the right conversation.
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Keith has a great ability to understand both the technical side and the commercial side of things, which is not that common. He was very good at framing problems clearly and bringing the right level of evidence to support decisions, without overcomplicating things.
Working with him didn't just improve the design, it genuinely made the product better for every user type. He had a strong influence on decisions, even when he wasn't directly responsible for them, and always in a very collaborative and respectful way.
Keith and Naomi came to the senior leadership team and said this isn't working, and because of them we had that discussion. I sat down with Keith and we tried to work out the key drivers. This really for me is about understanding at a top level whether all of the levers and components are moving in the right direction.
Keith is an excellent people manager. He is a thoughtful, caring, inspirational, and conscientious leader. Who is not afraid to speak up for his and his team's beliefs. Keith's input into People/HR projects I was working on led to adjustments that ultimately improved our working culture.
The projects I worked on with Keith had a material impact on the performance of the business. As a designer and product manager, Keith always approached problems collaboratively and with an eagerness to find creative solutions. Importantly, Keith also helped grow the culture of data-driven decision-making.
Keith is a highly skilled and focused product manager. He approaches every challenge with patience and understanding. He has been invaluable when it comes to learning, understanding and improving our user experience. He is great at working with the wider business to bridge the gap between the tech and product teams and the commercial teams.
